Local associations vital to health of industry
Pub Date: 11/1/2007
U.S. Sen. Tip O'Neill said, "All politics is local."
The old Massachusetts sage was right when he coined that phrase decades ago and he is right today.
Municipal and county governments have plenty of impact regarding local conditions that will determine the prosperity of small, local businesses, particularly licensed hospitality businesses.
Increasingly, local governments wield their tax and zoning, as well as general lawmaking, powers to regulate where you may open a business, how it will be configured physically on the interior and exterior, when you may operate and under what conditions, even potentially what wages you must pay.
The state, quite rightly, has reserved most of the regulatory authority over beverage alcohol and gaming. It makes sense to have a uniform business playing field that encompasses the state, border to border for these highly regulated businesses.
Licensees, nevertheless, must be in a position to deal with local officials as well as those in the Legislature and other various state regulatory departments.
Being well organized, well connected and well funded at both the local and state tier is critical to the prosperity of licensed businesses.
No one will tell you the state-wide Montana Tavern Association is not a force to be reckoned with: representing over 800 locally owned small businesses and a busines sector with 24,000 employees, a $250 million payroll, tax payments exceeding $80 million, almost $1 billion in annual expenditures, a refined executive operation and lobbying arm, a potent board of directors and executive board... It all adds up to effectiveness.
But are licensees faring as well at the local level? In rare cases, yes; in others, it would appear decidedly not.
While it is true most of the "action" occurs at the state level and conscientious operators join, pay dues and participate in their state organization, it seems there has been a decline in participation of taverns in their local chapters.
Just recently we have heard tales of apathy in once strong local organizations.
"Membership is down," we hear. "No one comes to meetings," we are told. "We have 38 members but the same four do all the work and, frankly, we're tired of it, burned out and we're not going to do it all anymore."
Local taverns and associations may have done as much for their businesses over the years through good community relations, supporting worthy local charitable causes, organizing local political forums and building relationships with local legislators as the state-wide organization.
Indeed, the two go hand-in-hand: if you have potent local infulence, you'll enjoy strong state influence.
Perhaps more importantly local associations have represented local businesses when county and city governments were considering special taxes; zoning and sign regulations; hours of operation; noise ordinances; health, building, electrical and fire codes; special events permitting; even what kind of containers adult beverages can be sold in.
Increasingly in the news these days are reports about ever more restrictive local regulations on exterior designs, signage, where licensed businesses may and may not locate, even how many machines and what types of games may be offered.
Only an organized block of businesses can respond constructively to these encroachments on private property rights.
An effective local organization takes members (new members), funding and fundraising, and people who are willing to give of their time or money or both.
Perhaps today's newer licensee isn't aware of the not too distant past when proposed new laws threatened the very existence of these businesses; when citizens were threatening to end legal gaming via the initiative process; when others advocated practically giving away beverage licenses willy nilly to any and all takers (some still champion such give-aways); when the long, expensive campaigns were mounted to correct the negative public impression fostered by a relentlessly hostile press; when regulators felt justified in an adversarial approach to their charge.
The "old timers" remember though, which is why they continue, year-after-year, to do their part. But we can sure understand if they are getting tired of carrying all the water all the time for everyone. Things are better today, thanks to all the contributions from operators over the years.
MTA President Dennis White is correct when he says recruiting new blood for MTA should be a priority. And there are some younger faces now regularly seen at meetings: folks like Jim Walker from Custer and Tanya Harper from Cut Bank. They and others like them have new ideas and new energy that could--and undoubtedly will--help keep MTA vital.
But these same youthful owners with their fresh approaches and vigor are needed at the local level too...now more than ever. Members of all ages need to join and be active in both their state organization and, every bit as importantly, the local chapters.
Do it today.
Source: The Montana Tavern Times, November, 2007, published monthly by Continental Communications, 125 W. Granite St., Suite 102, Butte, MT 59701.